Page 357 - Crossing Cultural Boundaries - Cees den Teuling
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- Use prototypes or Beta variants to involve the clients / end-users and implement the employee’s (potential clients) comments to improve the look, touch and feel of the system, even before the final completion. Correction in this stage of development is rather inexpensive, compared with alterations/ modifications when the system is fully operational.
- Implement continuous improvement of KM system by capitalizing on the insights and experiences gained with and provided by the deployment of the system. Convert upcoming new factors into processes and be aware of the developments, especially directed towards IT components of the KM and KT systems.
- Prioritise the production of result-driven releases by highest pay-off outcomes. Building on the learning experiences from the previous phase, each following phase will build on the incremental achievements, gathered previously.
- Consider additional costs (non-technical and apart from costs of training and integration in work processes) for the introduction, entering and implementation of the KM system into the organisation.
- Create a clear process of communication with the (internal and external) clients, to explain the reasoning behind the expected outcomes of the KM system to be implanted and launched. Elucidate the changing process with actual business cases from the own organisation.
- The environment and the business processes are iteratively changing. An actual and state-of-the-art KM system will involve over time to accomplish the upcoming tasks and processes. The iterative process of improvement should not come to a stand-still.
C9. Adjust and manage the change of Organisational Culture and the remuneration system
- The KM and KT processes are in need of the instalment and the continuation of a leadership position on board level to modify the management structure, to be able to manage the KM system successfully. A number of organisations are in need (or not) of an executive manager on the role of a Chief Knowledge Officer (CKO), which, for sure, can be justified in larger organisations, but not a requirement for the smaller enterprises. The function of a CKO can be encompassed by an already available senior manager like the CEO or, if applicable, the CIO. To be able to function in the role of CKO, a really good

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